Leadership, Innovation, and Creativity
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Leadership, Innovation, and Creativity
Complexity, chaos, and ambiguity are aspects of leadership and learning. Without those we cannot innovate and create.
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Rescooped by Ivon Prefontaine, PhD from Surviving Leadership Chaos
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The Power Of Thank You

The Power Of Thank You | Leadership, Innovation, and Creativity | Scoop.it

The two most important words that inspire action are thank you.   


Via donhornsby
Ivon Prefontaine, PhD's insight:

I found thank you along with greeting students and parents and acknowledging my errors were important in my pedagogic relationships.

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donhornsby's curator insight, February 23, 2016 10:12 AM

(From the article): So say thank you every day – Not just to your unsung heroes who help you, but also to your peers, supervisors, customers, friends and children. Don’t take them for granted. Write a personal note. Take them to lunch. Send them a small gift. Acknowledge the good things that they do and the difference they make.

 

Most of all – do it sincerely. You’ll be impressed with the actions that follow.

Rescooped by Ivon Prefontaine, PhD from Teacher's corner
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A Principal's Reflections: A Title Doesn't Make You a Leader

A Principal's Reflections: A Title Doesn't Make You a Leader | Leadership, Innovation, and Creativity | Scoop.it

Via Tom D'Amico (@TDOttawa) , Suvi Salo
Ivon Prefontaine, PhD's insight:

I agree. What is most disconcerting is that the bosses I worked for the last 8-10 years I was teaching were that, bosses and not leaders.

 

@ivon_ehd1

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Rescooped by Ivon Prefontaine, PhD from Leadership, Strategy & Management
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Why Good Leaders Don't Always Negotiate

Why Good Leaders Don't Always Negotiate | Leadership, Innovation, and Creativity | Scoop.it

With this erosion of strict authority structures in organisations, the question then becomes: If leaders and managers are no longer in the comfortable position of dictating policy, products or direction, how can they make effective change?

 

They have to win people over, that's how. They have to constantly persuade others to go along with their ideas. In short, leaders have to negotiate with practically everyone.

 

While negotiation may be the best way to work out differences, there may be times when you’re better off simply making a decision and acting on it. If you’re in a leadership position, this may mean doing things your way regardless of the concerns or interests of the other party or parties.


Via The Learning Factor, Christine Heine, Emeric Nectoux
Ivon Prefontaine, PhD's insight:

Hopefully, this flatter structure will move into public education.

 

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The Learning Factor's curator insight, January 7, 2014 5:39 PM

As companies look to level their organisational structures, negotiating will be key but it's not always recommended.

Marcellus Maxximus's curator insight, January 13, 2014 2:32 AM

I scooped this because I think of myself as a good leader and I wanted to see what some good leaders do. And to be honest I thought in business you always had to negotiate at some time or another.

Rescooped by Ivon Prefontaine, PhD from Effective Education
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A Crisis Of Leadership - What's Next?

A Crisis Of Leadership - What's Next? | Leadership, Innovation, and Creativity | Scoop.it

Via The Learning Factor, Mark E. Deschaine, PhD
Ivon Prefontaine, PhD's insight:

The article has a servant-leadership flavour to it. The challenge is to get past rhetoric to substantive action.

 

@ivon_ehd1

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The Learning Factor's curator insight, October 10, 2013 8:22 PM


Our world is suffering greatly at the hands of people who have placed their desire to be right above the desire to achieve the right outcome. They confuse their need for an ego boost, their quest for power, and their thirst for greed with leadership. Many of the symptoms of poor leadership we’re seeing today may seemingly resolve themselves in the near term, but the greater problem won’t go away on its own.

Shakira A. Ali's curator insight, October 12, 2013 11:45 PM

Frankly, I think we're looking for leadership in all the wrong places. I saw an interesting comment by Neil DeGrasse, astronomer and scientist. He observed that more than half of congressional seats are filled by lawyers - people who rely on the SKILL of arguing a point as a means of WINNING a point. This has nothing to do with whether the points made are true, moral, ethical or move society forward in any way.  Maybe we should be looking among the "masses" - those people who are living and working everyday to make life better "on the ground," so to speak. Entrepreneurs. Community organizers and activitists. Those who sit-in and protest and work in food kitchens and community gardens. These are the people who are coming up with solutions on a daily basis, and are unconcerned with, "scoring points."

Martha Bowring's curator insight, October 17, 2013 6:01 PM

use in class

Rescooped by Ivon Prefontaine, PhD from Supports for Leadership
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Handling Complexity in Decision-Making: Avoiding The Bike Rack Effect in Meetings

Handling Complexity in Decision-Making:  Avoiding The Bike Rack Effect in Meetings | Leadership, Innovation, and Creativity | Scoop.it

Why would a $100M power plant zoning approval take 3 minutes and a request to build a $10,000 bike rack for city sidewalks take hours?

 

It's easy to be swept up in the trivial and fun stuff, starving the big issues for the time and consideration they merit.  Cyril Northcote Parkinson, a British historian and operations researcher, penned this extreme example of decision-making in meetings in his book Parkinson's Law. Paraphrasing the Wikipedia entry, the powerplant is so expensive, the sums of money are hard to frame.

 


Via Deb Nystrom, REVELN, Mark E. Deschaine, PhD
Ivon Prefontaine, PhD's insight:

Most humans have no comprehension of $100 million, but understand $10, 000.

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Deb Nystrom, REVELN's curator insight, March 24, 2014 12:27 PM

This is a post useful for anyone connected to public sector meetings, or any meeting with complex topics.  I've posted this in change leadership watch for the reasons of asking you, the reader the question, have you ever helped a decision making body avoid the The Abilene Paradox, a classic management film about avoiding mismanaged agreement?

This post also illustrates the power of Parkinson's Law where board members lazily skip over the seemingly impenetrable problem in the meeting, deferring to the team managing the project. There will be implications for years of this city council meeting's decisions, and yet it is decided in three minutes.  It's astounding, assuming we haven't been excluded from a long list of previous meeting discussions.   ~ D

Tom Russell's curator insight, March 27, 2014 7:00 AM

I'm sure we can all identify with this scenario. It reminds me of a school football game when everybody is running after the ball regardless of their agreed position on the pitch. Clearly where there is passion there is engagement, so focussing on, and agreeing, clear outcomes is a key starting point if one is going to avoid everyone being kicked in the shins.